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North Highland Reviews

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North Highland President and CEO Dan Reardon
Dan Reardon
176 Ratings
  • Helpful (12)

    Great in some cities...not so great in others.

    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
    • Comp & Benefits
    • Senior Management
    Current Employee - Manager in New York, NY
    Current Employee - Manager in New York, NY

    I have been working at North Highland full-time

    Doesn't Recommend
    Negative Outlook
    No opinion of CEO
    Doesn't Recommend
    Negative Outlook
    No opinion of CEO


    - Local model of client delivery equates to minimal-to-no travel (great for people with families)
    - Depending on the office, there are opportunities to work on some really interesting engagements (though most are project management and delivery-focused)
    - Generally, you are surrounded by nice, hard-working people


    - Base salaries are below market with no annual raises. The variable component of salaries (i.e., bonuses) do level the field but are available only to those who can maintain a certain level of utilization...which isn't a bad practice per se. However, if you are stuck on the bench for an extended period of time you will not receive a quarterly bonus...which for a lot of people is very significant, particularly for people who live in more expensive locations.
    - Performance Management process can be immature depending on the office and location. Annual reviews are generally dictated by the viewpoints of a few individuals (i.e., account managers), with very little emphasis on generating a true 360 degree review through unbiased input from multiple sources. The process for getting promoted is neither consistent, logical, or transparent. It is not based on a meritocracy.
    - Availability of new /different client can also be hit or miss depending on the office. There is a tendency for leadership to fit an existing resource into a sold position even if that person's interests may not align with the work. Once again, it's the nature of our business but from my experience this practice can be especially bad here at North Highland. If you do want to travel and work in other locations, you may get push back from your VP as that revenue would not be recognized to your local office.
    - In a misguided attempt to chase what our competitors are doing, we've let our traditional, well-proven recruiting process degenerate into a poor system that let's in individuals that do not embody the North Highland culture. The results of that situations are very much tangible - some of our best and brightest have left the firm in the past few years because at the end of the day no one wants to work with an a-hole.

    Advice to Management

    We really need to get back to basics and evaluate what kind of firm we've become over the years in the quest to build market share. Are we hiring individuals (especially at the leadership level) who truly represent our culture? Our competitors are copying our local model and running their businesses better than ours..mostly from doing the one thing we've strayed away from - listening to our employees and working out the tough problems with them.

    Don't turn a deaf ear to those who are a consulting firm your only assets are your people. Unless we can retain the most talented by keeping them happy it is unlikely we will lead our industry, let alone hit our market share goals.

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